Quality care and CQC Andrea Sutcliffe, Chief Inspector Adult Social Care LCAS Spring Seminar 11 May 2016 1 1

CQC purpose and role Our purpose Our role We make sure health and social care services provide people with safe, effective, compassionate, high-quality care and we encourage care services to improve Our role We monitor, inspect and regulate services to make sure they meet fundamental standards of quality and safety and we publish what we find, including performance ratings to help people choose care

The Mum (or anyone you love) Test Is it responsive to people’s needs? Is it good enough for my Mum? Is it effective? Is it safe? Is it well-led? Is it caring?

Current ratings overall for active locations Note: Figures in chart are percentages Source: CQC ratings data from 5 May 2016

Current ratings by key question for active locations Note: Figures in chart are percentages Source: CQC ratings data from 5 May 2016

Current overall ratings by service type Source: CQC ratings data from May 2016

Current overall ratings by size of care home Note: One inadequate rated residential home has been omitted due to data quality issue Source: CQC ratings data from 5 May 2016

Overall ratings by size of DCA This graph demonstrates a similar pattern for domiciliary care whereby larger agencies are frequently rated less favourably by CQC. At this stage the ongoing financial challenge and its impact on quality and inspection volumes is unknown. Source: CQC ratings data from May 2016

Quality is variable

Sustainable quality Caring not just coping

Market Oversight Aims Spot if a ‘Southern Cross’ could happen again OFFICIAL SENSITIVE Market Oversight Aims Spot if a ‘Southern Cross’ could happen again Protect people in vulnerable circumstances Monitor finances of ‘difficult to replace’ providers Provide early warning to local authorities and assist in coordinating system response if failure occurs MO does not: Protect providers from failure Pre-empt failure through disclosure of information Mechanism – analysis of quarterly financial and quality information to provide the necessary notification to LA(s) so they can invoke contingency planning arrangements 50 providers in the scheme

A changing environment Why a new strategy? A changing environment Use and delivery of regulated services is changing CQC must deliver its purpose with fewer resources Adapt and improve We want to become more efficient and effective to stay relevant and sustainable for the future The public, and organisations that deliver care, have told us we have improved but we know there is more to do

Our vision for quality regulation in 2021 Quality regulation can and does make a real and positive difference – it helps to achieve a health and care system where: 1. People trust and use expert, independent judgements about the quality of care 2. People have confidence that good and poor care will be identified and action taken where necessary so they are protected 3. Organisations that deliver care are encouraged to improve quality 4. Organisations are encouraged to use resources as efficiently as possible to deliver high-quality care

Our strategic ambitions Encourage improvement, innovation and sustainability in care Deliver an intelligence-driven approach to regulation Promote a single shared view of quality Improve our efficiency and effectiveness These are snapshot and taken directly from current version (v2.7) of the Strategy document Subject to change. Encourage improvement, innovation and sustainability in care We will encourage continuous improvement in health and social care by highlighting good practice, sharing learning, and adapting our approach so we can regulate and support new and varied ways of providing services. Deliver an intelligence-driven approach to regulation We will use our information more effectively to target our resources where the risk to the quality of care provided is greatest and to check where quality is improving, and we will make sure that we take a proportionate approach to regulation. Promote a single shared view of quality We will strengthen how we work with all our partners, improving our processes and working together to encourage improvement and reduce duplication. Improve our efficiency and effectiveness We will work more efficiently, reducing our expenditure by xx% and building our capability to deliver an excellent service in a cost-effective and sustainable way.

An outstanding care home "We didn't think we were outstanding. And perhaps that's why we were – I think it's because we see every single person as an individual. It is our privilege to support them to live the last years of their life with as much happiness, love and security as we can give them." Suzanne, Prince of Wales House, Ipswich

Thank you www.cqc.org.uk enquiries@cqc.org.uk @CareQualityComm David Behan Chief Executive Andrea Sutcliffe Chief Inspector of Adult Social Care @CrouchEndTiger7 16